Lancashire 2017Read more about Lancashire 2017
This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Lancashire Constabulary. PEEL is designed to give the public information about how their local police force is performing in several important areas, in a way that is comparable both across England and Wales, and year on year. The assessment is updated throughout the year with our inspection findings and reports.
The extent to which the constabulary is effective at keeping people safe and reducing crime is not yet graded.
The extent to which the constabulary is efficient at keeping people safe and reducing crime is good.
The extent to which the constabulary is legitimate at keeping people safe and reducing crime is good.
The efficiency and legitimacy inspection findings are published below.
Matt Parr, Her Majesty’s Inspector of Constabulary
My overall assessment of Lancashire’s performance will be published in spring 2018, following the publication of the effectiveness inspections in March 2018.
How effective is the force at keeping people safe and reducing crime?
How efficient is the force at keeping people safe and reducing crime?
Lancashire Constabulary is judged to be good in the efficiency with which it keeps people safe and reduces crime. Our overall judgment this year is the same as last year. The constabulary has maintained a good understanding of demand; its use of resources to manage demand is judged to be good; and its planning for future demand is also judged to be good.
Lancashire Constabulary has a good understanding of the current and future demand for its services. As part of a comprehensive change programme, well-established teams consider demand across a broad range of services with the objective of developing a force that can meet the future needs of the public. Since HMICFRS’ 2016 efficiency inspection, the constabulary has improved its understanding of more complex demand. It has a detailed understanding of the demand that comes into the control room. The processes that are in place to manage that demand have been explored in detail to identify inefficiencies and duplication of effort. Changes are being made to improve the call handling service, increasing capacity and capability while reducing cost. A similarly detailed understanding of the complex partnership processes that provide support to vulnerable people allows the constabulary to be more specific in matching its resources to priorities and improve the timeliness of decision making in the services it provides.
Good arrangements are in place to ensure the change programmes are properly co-ordinated and any unintended consequences are identified and avoided. The constabulary is committed to a programme of reducing demand by early intervention. It works with local partner organisations to provide coordinated support to those communities and individuals most in need. Strong relationships exist with public service partners to manage demand collectively. The constabulary is ensuring that it is recruiting and developing the right skills and capabilities within the workforce and among its leaders to support this different approach to managing demand. Lancashire Constabulary has prudent financial plans in place to meet future funding challenges. It also has a well-considered programme of investment to ensure that it can adapt how it operates to provide services in the future that meet the needs and expectations of the public.
How legitimate is the force at keeping people safe and reducing crime?
Lancashire Constabulary is judged to be good at how legitimately it keeps people safe and reduces crime. For the areas of legitimacy we looked at this year, our overall judgment is the same as last year. The constabulary is judged to be good at treating all of the people it serves with fairness and respect and ensuring that its workforce behaves ethically and lawfully but is judged to require improvement in some aspects of how it treats its workforce with fairness and respect.
Lancashire Constabulary has been assessed as good in terms of the legitimacy with which it keeps people safe and reduces crime. It is good at treating all of the people it serves with fairness and respect. Leaders understand procedural justice and have made arrangements to provide the workforce with the knowledge and skills they need to treat the people they serve with fairness and respect. This includes training in unconscious bias and in communication skills. The level of internal and external scrutiny on the use of force and on stop and search powers is good. The constabulary complies with the national recording standard for the use of force.
The constabulary is good at ensuring that its workforce behave ethically and lawfully. A well-established ethics panel provides scrutiny, advice and guidance to leaders on the ethical implications of their decisions. Training on the Code of Ethics and regular meetings between staff and managers where they discuss ethical matters serve to remind the workforce of the importance of maintaining the standards of behaviour expected of them. The constabulary has made good progress with a plan to comply with national vetting guidelines.
The constabulary provides a variety of clear information to members of the public wishing to make a complaint through a range of sources. Records of meaningful and timely updates to complainants are inconsistent, however. Generally, the workforce are aware of discrimination, but this awareness is not comprehensive. When we conducted a review of complaint files that contained, or that we thought might contain, allegations of discrimination, we found that the constabulary was good at recognising and identifying discrimination. However, the subsequent investigation of those allegations was less satisfactory. While some positive work is taking place in many areas, the constabulary needs to improve some elements of how it treats its workforce with fairness and respect. The workforce use and value an online forum on which they can provide feedback and challenge leaders. The constabulary also has taken effective action to identify and address disproportionality in recruitment and progression.
Senior leaders promote the benefits of workforce wellbeing and have invested in improving the level of support available to the workforce. However, the level of awareness of wellbeing at lower management levels is inconsistent. This may limit the quality of support on offer to some officers and staff, and affect the workforce’s confidence in the commitment of senior leaders. Arrangements for individual performance management still require improvement. The constabulary has introduced an interim performance development review process. However, the workforce remain unclear about its benefits, and some first-line managers were unclear about how to deal with poor performance. The constabulary has taken steps to make the process of selecting leaders fairer. However, this change has not been communicated effectively to the workforce yet.
How well has the force performed in our other inspections?
In addition to the three core PEEL pillars, HMICFRS carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections (for instance, our 2016 leadership assessment); others are joint inspections.
Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.